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dc.contributor.authorLee, Yi-Hsuanen_US
dc.contributor.authorHsiao, Chanen_US
dc.contributor.authorChan, Hsin-Yien_US
dc.contributor.authorLee, I-Chenen_US
dc.date.accessioned2020-07-01T05:22:08Z-
dc.date.available2020-07-01T05:22:08Z-
dc.date.issued2020-01-01en_US
dc.identifier.issn0265-2323en_US
dc.identifier.urihttp://dx.doi.org/10.1108/IJBM-05-2019-0166en_US
dc.identifier.urihttp://hdl.handle.net/11536/154555-
dc.description.abstractPurpose - The purpose of this paper is to answer the question of how brand-specific transformational leadership (TFL) and transactional leadership (TRL) enhance employee-based brand equity (EBBE) by influencing employees' perceived brand value congruence (EPBVC). Design/methodology/approach - This study employed hierarchical linear modeling and chose moderating variables that are primarily related to the working environment: person-job fit (PJF) and person-group fit (PGF). The sample included managers and employees of the largest domestic bank in Taiwan. Findings - Questionnaires were distributed to banking staff in the service industry. The results imply that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EBBE, which then influences brand equity. Without these mediators, brand-specific TFL and brand-specific TRL have no effects on EBBE. Originality/value - Compared to the results from other studies, these results imply a unique discovery that both brand-specific TFL and brand-specific TRL require the mediation of PJF and PGF to influence EPBVC, which in turn influences EBBE. Without these mediators, brand-specific TFL and brand-specific TRL do not have any effects.en_US
dc.language.isoen_USen_US
dc.subjectPerson-job fiten_US
dc.subjectPerson-group fiten_US
dc.subjectBrand-specific TFLen_US
dc.subjectBrand-specific TRLen_US
dc.subjectEmployee-based brand equityen_US
dc.subjectEmployees' perceived brand value congruenceen_US
dc.titleExplorations of employee-based brand equity in the banking industry from a perceived-leadership perspectiveen_US
dc.typeArticleen_US
dc.identifier.doi10.1108/IJBM-05-2019-0166en_US
dc.identifier.journalINTERNATIONAL JOURNAL OF BANK MARKETINGen_US
dc.citation.volume38en_US
dc.citation.issue2en_US
dc.citation.spage425en_US
dc.citation.epage455en_US
dc.contributor.department管理學院zh_TW
dc.contributor.departmentCollege of Managementen_US
dc.identifier.wosnumberWOS:000534503500010en_US
dc.citation.woscount1en_US
Appears in Collections:Articles